CEO evaluation, succession, disruptive directors, diversity, technology and other board interactions: cover articles, keynotes, media and clients affirm our governance expertise. Boards have long sought our advice on the most sensitive matters, including how to help director with substance abuse, theft and sexual issues. Decades later these have not impacted the corporations’ reputation or become known to the public. Directors have sought advice on major and minor issues-including transitions and down-time. “Advice for an average golfer” became a popular feature article, Directors & Boards.
Directors & Boards, National Association of Corporate Directors, Corporate Board, Conference Board, Fortune, Businessweek, and Wall Street Journal have featured the CEO Group almost from the firm’s start.
Several articles are notable: “How to Avoid Firing Your CEO” featuring the Early Warning Signs© was recognized in 25, 30 & 35 year Director & Boards Anniversary Editions; CEO Selection and Evaluation Today: What Directors Say, NACD cover article; and Corporate Chiefs Polish Relations with Directors, WSJ. Joann Lublin described Soder as enabling the President to become CEO. Boards frequently seek our guidance on sensitive ethical concerns; as a lead director stated “you understand the need for utmost confidentiality, plus complex people and business concerns.”
Best Practices in Corporate Governance
CEO Perspective Group partners Dr. Dee Soder, Richard M. Clarke, and Geraldine Ferraro were featured speakers at the Symposium hosted by the Corporate Board Magazine for Directors, chairmen and investors on September 15th and 16th, 1997. Speaking to a select group of CEOs, Directors and major investors, such as CalPERS, Dick, Gerry and Dee discussed Director and Board evaluation, CEO evaluation and crisis management. Guidelines were provided for establishing evaluation practices to meet different types of companies and needs, detailing the best practices for various types of companies.
Board Interaction Tips:
Don’t surprise friendly peers. If you know you’ll be disagreeing with them, tell them before the meeting.
There’s no such thing as too much diligence on issues. Highlight a few sections to demonstrate you’ve studied the issues.
Listen effectively, think and pick the right time for comments-plus have the courage to state an unpopular view. Be a value-added director.
Meeting behavior counts-study who does it well.
Learn “How to Handle Disruptive Directors,” Directors & Boards